The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change
For most businesses, success is fleeting. There are only two real choices: stick with the status quo until things inevitably decline, or continuously change to stay vital. But how?
Bestselling leadership and management guru Jason Jennings and his researchers screened 22,000 companies around the world that had been cited as great examples of reinvention. They selected the best, verified their success, interviewed their leaders, and learned how they pursue never-ending radical change.
The fresh insights they discovered became Jennings's "reinvention rules" for any business. The featured companies include: Starbucks-which turned itself around by making tons of small bets on new ideas. Fresher store designs, better food products, and free Wi-Fi were a few of the results. Apollo Tyres-which launched the Apollo Academy to train everyone and reinvented how it finds, keeps, and grows people. It went from five hundred million to two billion in annual sales in only a few years. Arrow Electronics-which found success by solving problems that drove its customers crazy and has become a twenty-billion-dollar electronics giant by shifting its focus from selling commodities to custom tailoring solutions. Smithfield Foods-which faced a PR crisis over the way it slaughtered animals and polluted the environment and transformed itself by hiring an environmental activist and empowering him to transform the company's ethos.
If you're ready to toss same old, same old out the door, The Reinventors will become your road map to successfully pursuing continuous change. It will help your company stay relevant for years to come.
“If it ain’t broke, don’t fix it” is a death knell for any organization hoping to change. The net effect of not challenging or changing anything until it’s obviously broken is that a culture is created where workers and managers become firefighters instead of proactive change agents. Any business that’s constantly sending its managers to fix what’s broken will become so preoccupied with temporarily fixing stuff in order to keep things the same that there will never be enough time for proactive
you. • The right people have internal GPS systems that will help them figure out what needs to be radically changed if the destination is clear to them. • Constantly urge everyone in the organization to be on the lookout for potential game changers, embrace them early and reward them for doing so. • What was good enough for Granddad and Dad is irrelevant. • If you’re building a business model based only on low price remember that price shoppers only want the cheapest price. 37 • Turn
if your boss told you to take 450 gallons of chemicals to a customer but to write down that you’d delivered 500?” Archer says he’s constantly amazed at the large number of people who say, “Well, if my boss told me to do it, I’d do it.” “That’s the wrong answer,” says Archer, adding that, “integrity is what you do when someone isn’t looking and anyone who gives us the wrong answer doesn’t move along in the interview process.” Applicants for a position at Multi-Chem are interviewed a minimum of
and corn and he embarked on a buying spree that ultimately resulted in acquiring twenty-five other companies and included literally taking over the Midwest and taking the company national. The rollup continued throughout the 1990’s as Luter purchased every large pork producer he could get his hands on. Always opportunistic, Smithfield bought other large producers and packagers when they got into financial trouble. By driving out costs and centralizing as many functions that as they were able, the
have a price; they’d say no, we’d go back and forth and at some point end up at a price. We don’t do that anymore. We get on the same page.” “You need to have open discussions about costs and pricing with your customers and suppliers and everyone has to be on the same page in terms of the need for everyone to make a fair profit,” Pope says, “or nobody will remain in business. Finally, we’re reaching a point with our customers where they understand that if our products don’t sell at a price that